Healthy Teams Don’t Avoid Change. They Learn to Navigate It Together.

If there’s one thing every leader can count on, it’s change.

Organizations grow. Strategies shift. People come and go. New opportunities emerge while familiar routines disappear. Whether we welcome it or resist it, change is one of the few constants of organizational life. Yet while most teams spend a great deal of time preparing for what is changing, they spend far less time talking about how people experience change differently.

That distinction matters.

In this episode of the Leadership Vision Podcast, Dr. Linda Schubring and Brian Schubring explore what happens when teams stop viewing change as a problem to solve and instead begin understanding the different ways people naturally respond to it. The result isn’t simply better change management—it’s healthier teams.

We Don’t All Experience Change the Same Way

One of the first questions we ask teams about change during our engagements is surprisingly simple:

When are you at your best during change? Before it begins? While it’s happening? Or after it’s over?

At first glance, it feels like there should be a correct answer. But there isn’t.

Some people thrive in the anticipation of what’s coming next. They enjoy thinking strategically, preparing for possibilities, and imagining a better future.

Others come alive once the work actually begins. They enjoy solving problems in real time and adapting as new information emerges.

Still others don’t feel fully engaged until the dust settles and they have space to reflect on what happened and what comes next.

Simply asking this question changes the conversation. Instead of assuming that someone is resistant to change—or moving too quickly through it—teams begin to recognize that people are often responding to different parts of the same process.

That awareness creates empathy, and empathy creates healthier collaboration.

Self-Awareness Helps Teams Work Better Together

One of the more memorable moments in this conversation comes when Linda and Nathan offer Brian some real-time feedback about how he personally leads through change.

Brian describes himself as someone who loves the beginning of change. He’s energized by new ideas, big-picture thinking, and imagining what’s possible. Linda gently points out that while that’s certainly true, he also tends to thrive in those first moments of implementation before quickly looking ahead to what’s next. Nathan adds that one of the challenges for the rest of the team can be living in the “middle”—the hundreds of small decisions required to bring a great idea to life.

The exchange is lighthearted, but it illustrates an important principle.

Healthy teams aren’t made up of people who think alike. They’re made up of people who understand one another well enough to appreciate their different contributions. Instead of trying to change someone’s natural approach, the goal becomes knowing when to lean into their strengths and when someone else is better equipped to carry the work forward.

Naming Needs Creates Healthier Teams

As the conversation shifts from individuals to teams, Linda introduces what may be the most practical takeaway of the episode: helping people identify what they need during seasons of change.

It sounds simple, but many teams have never had that conversation.

Some people need frequent communication. Others need to understand why a change is happening before they can fully commit. Some need structure and clearly defined next steps, while others simply need reassurance that the people involved are being considered throughout the process.

Too often, those needs remain unspoken. We assume our teammates should know what we need, or we worry that expressing those needs will make us appear difficult or demanding. Instead, frustration quietly builds.

When teams create space to name those needs, something begins to change. People don’t necessarily get everything they ask for, but they gain something almost as valuable: understanding. Simply knowing that your perspective has been heard can reduce anxiety and build trust, even when circumstances can’t be changed.

Culture Is Shaped by How We Respond to Change

Ultimately, every organization develops a culture around change.

Some cultures embrace it. Others avoid it. Some move quickly, while others proceed carefully. None of those approaches are inherently right or wrong, but they all communicate something about what the organization values.

That’s why healthy leaders don’t simply announce change. They help people make sense of it together. They remind teams of the values that remain constant, even when everything else feels uncertain. They encourage honest conversations about behaviors, expectations, and the support people need to move forward well.

Change will always be part of organizational life. The goal isn’t to eliminate uncertainty or ensure everyone responds the same way. The goal is to build enough self-awareness, trust, and understanding that your team can navigate whatever comes next together.

Because in the healthiest organizations, change isn’t something people survive. It’s something they learn to navigate—together.

Question?

We would love to hear about the changes in your life – connect with me at nathan@leadershipvisionconsulting.com.